TEAM BUILDING

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Transcript of TEAM BUILDING

TEAMBUILDINGTEAMBUILDINGABSENCE OF TRUSTLACK OF COMMITMENTAVOIDANCE OF ACCOUNTABILITYINATTENTIONTO RESULTSPREDICTIVE TRUSTLack of creativityStagnant work environment"We've always done it that way.""That's not my job."How long you've known this colleagueDisjointed teamVULNERABILITY BASED TRUST"Confidence among team members that their peers' intentions are good, and that there is no reason to be protective or careful around the group."Admit mistakesAccept questions and input from other team membersTake risksOffer and accept apologiesAsk for helpTap into each others skill setsWhy do we fear conflict?VULNERABILITY BASED TRUSTPRODUCTIVE CONFLICTCOMMITMENTACCOUNTABILITYRESULTS FOCUSEDIdeological ConflictLimited to concepts & ideasProblem focused not personality focusedAvoids mean spirited attacksEmotive & passionate

Avoiding Conflict leads to . . . Encouraged dangerous tensionDisplayed passive aggressive behaviorPersonal attacksRevisiting the same issues over and overInefficient teams BORING MEETINGS!"All polishing is accomplished by friction."Mary Parker FollettConflict is positive when . . .CREAT IVECOMPETITIVECONNECTION TO TRUSTTeams do not hesitate to engage in debateTeam members know they can speak without being judgedCONNECTION TO CONFLICT?All the cards are on the tableDecisions that benefit the teamBuy-in

Teams make clear and timely decisionsComplete buy-in from every team memberConfident no team member harbors doubtsCommitmentCommitment "Killers"ConsensusCertaintyFAILING TO COMMIT . . .Creates ambiguity among team about directions / prioritiesWindow of opportunity closes due to over analysisBreeds lack of confidence and fear of failureRevisit same decisions and discussionsTEAMS THAT COMMIT . . .Create clarity around direction / prioritiesFocuses team around common objectivesUnderstands mistakes happen and learns from themMoves forward without hesitation"Fight" or "Flight"InstinctualHurt feelings : (I want to be liked : )Disagreeing is badMy boss isn't ever wrongMINING FOR CONFLICT:The Greatest Film Ever MadeRule 1) You MUST disagreeRule 2) You MUST reach a decisionCriteria for DiscussionDid it tell a story?Did it take you to an unexpected place?Did I believe in the characters?Was it worth my time & money?Would I recommend it to my friends?1) Cascading Messages2) Deadlines3) Contingency4) Low-Risk ExposureTOOLS FOR COMMITMENTCONNECTION TO COMMITMENT?If there is no buy-in there can be no accountabilityWithout clarity there is a lack of expectationWhat is there to hold people accountable tooACCOUNTABILITY"The willingness of team members to call their peers on performance or behaviors that might hurt the team."AGENDAWhy a class on Teambuilding/TeamworkTeam Development Theory5 Dysfunctions of a TeamSuccessful Team ModelYOUR TURNWhat are your expectations?What is teamwork to you?What obstacles stop teamwork from happening?TEAMWORK IS . . .THE ULTIMATE COMPETITIVE ADVANTAGETEAM DEVELOPMENT THEORYSTORMINGNecessary for a team to growTeam begins to address issuesConflict arisesTolerance and patience neededNORMINGDevelopment of mutual goalsSigns of commitment and responsibility take formTeam members sacrifice their own ideas and agendasPERFORMINGFunction as oneAppropriate conflictSound decision making processGet resultsFORMINGDesire to be acceptedAvoid conflict/controversyInformation gatheringOperate independentlySelf-focusedREFORMING . . .DO IT ALL OVER AGAIN!POLICIES & PROCEDURESPEER PRESSUREVS.POLICIES & PROCEDURESNecessaryIndependent accountabilityLack team accountabilityPlaces burden on team leaderPEER PRESSUREAll members of the team are held to the same standardsTeam members are able to question without hesitationPoor performers feel positive pressure to improveCONNECTION TO RESULTSPersonal focusAvoids collective goalsContributions are not significantRESULTS . . .WHAT ARE THEY?THE COLLECTIVE PURPOSEPUBLIC DECLARATIONTeams that are willing to commit publicly to a specific result are more likely to work with a passionate desire to achieve results.THE COLLECTIVE PURPOSERetain achieveing employeesMinimize individualistic behaviorIndividuals work for the "good" of the teamAvoid distractionsTEAMWORKEmbracing common sense with uncommon levels of discipline and persistenceTHANK YOU!John Hannamjhannam@gicw.org971-295-8681FEAR OF CONFLICT